march2015

Customer ServiceCommunication, Collaboration, Partner Teach, Train, Educate

Business LeaderTechnical/Analytics/Business

IntelligenceArticulate Business Processes

Translate Innovative Solutions

StrategistLeading Change AgentProject/Program Management

Graduation/Transfer/Certificate = Student Success

WHAT IS… A CIO?1.

Different Skill SetCorporate CIO (increase revenue)

CCC CIO (balance FTES)

Management of Variables

State/Federal Regulations, Governing BoardBargaining Units (faculty, classified, student)Governance (shared, governance board, etc.)

Contrasting Factors Corporate CIO: more budget, less bureaucracy

CCC CISO: more bureaucracy, less budget Decision Point: Economic impact vs. Social Impact

What is Your Point?2.CCC vs. Cooperate

CIO

Cabrillo Community College District

Chabot-Las Positas Community College District

Contra Costa Community College District

Foothill-DeAnza Community College DistrictHartnell Community College District

Marin Community College District

Monterey Peninsula Community College District

Ohlone Community College District

Peralta Community College District

San Francisco Community College District

San Jose-Evergreen Community College District

San Mateo County Community College District

West Valley-Mission Community College District

Bay Area Community College Districts

Educational Services

Human Resources

Finance & Administratio

n

General Services

Information Technology

College Services

College Services

College Services

IT Service Environment

What do you want me to do?3.

Fix it - Fix it NowINSTRUCTIONAL , ADMINISTRATIVE, INFRASTRUCTURE

Blame Service UnitsBacklog of Service Tickets

Project Failure

Implement w/o Knowledge

Baseless Assumptions

Create long-term problems / re-work

InnovateHelp services unit develop business processes

Innovation

Project RiskOverworked Resources (conflict)

Create long-term problem (re-work)

EducateContinuous Improvement

Project ConstraintsTime vs. Budget vs.

Scope/QualityOrganizational Maturity

Budget

Time Quality

AssumptionsEnvironmental Factors

Start FinishProject Timeline

Scope

Help Develop Organizational Maturity

Start Finish

Project #2 Timeline

Start Finish

Project #3 Timeline

Organizational Maturity

Project #1 Timeline

Start Finish

1/3 of Implementation Time

Help Units w/Business Processes

Why is this important?4.Assessment of Blind Spots (IRE)

ResourcesHuman

Financial

ExecutionProject Management

InfrastructureHardware

Software

Identify, Determine, Realize, Devise, Implement

Student ID Conversion Project

C A LV I N M A D L O C K

Example Projects

Achieving Readiness for“Disruptive” Technology Changes

5.

Accreditation Standard III C Project

Project Network Upgrade Project

Student Financial Aid Project

Student ID Conversion Project

Problem:Address California SB 25 - Law on use of SSN

Challenge:• Prohibits publicly posting or

displaying• Prohibits printing on any card required

to access products or services• Prohibits encoding or embedding in

or on a card or document

Resolution:• Implemented in less then 72 hours

(without a glitch)

• Planned for one year

Accreditation Standard III C Project

Problem:Adhere to ACCJC Recommendation #2.dChallenge:• Administrative and Instructional computing should be equally addressed

• Dialogue must produced impartial priorities

• Provide transparency with implementations and budgetary needs for technology

Resolution:Satisfied ACCJC Requirement by the

development and execution of a Campus Computing Lifecycle Methodology (CCLM)

Accreditation Standard III C Project

Constituent GroupsSS, BCSED, LC, HR, A&R, MSE, IRES, ITS, Palmdale City, IMC, TE, Facilities, HS, FA, Bookstore, PE, AS, VAPA, OSD, etc…

step 1Need

Assessment(ITS)

step 2

Consolidate,Estimate, Scope

(ITS)

Prioritization(IT Committee)

step 3

Budget Request

(SPBC)

step 4

Schedule & Implement

(ITS)

step 5

Campus Computing Lifecycle Methodology (CCLM)

Project Network Upgrade Project

Problem:

Existing legacy network reached beyond end of lifeChallenge:Slow network traffic and sluggish file access with expired support contracts resulting in costly repairs and unpredictable uptime

Resolution:

Upgrade completed with less than 15 minute of unscheduled downtime. Utilized internal project management SDLM while partnering with sound trusted network migration vendor

PERALTA COMMUNITY COLLEGE DISTRICT DEPARTMENT OF INFORMATION TECHNOLOGY

System Development Lifecycle Methodology

Step 1

Project Charter

Initialization & Planning

Business Process Overview

Project Work Plan

•Business Process & Requirements•Fit/Gap Report•Process Mapping

Quality Assurance (QA) Deliverable Report

(sign-off)

Step 2

Develop Preliminary Prototype

Prepare Technical Plan

Apply Functional Specifications

Develop Preliminary Test Plans

Quality Assurance (QA) Deliverable Report (sign-off)

Analysis & Design

Architect System Infrastructure

Technical Design/Plan

• Work Breakdown Structure (WBS)• Data Conversion• Customization/Retrofit/Construction• Detail Configuration & Setup

Expand Prototype

Develop Final Test Plan

• Build Test Scripts• Develop Training Material

Quality Assurance (QA) Deliverable Report (sign-off)

Step 3

Develop/Configure/Execute Test/Train/Monitor

Validate/Update Infrastructure

Conduct Testing Processes

• Unit Testing Process• Integration Testing Process• System Testing Process

Functional Testing Process Performance Testing Process

• User Acceptance Testing Process

Validate/Develop Cutover Plan

Provide End User Training & Documentation

Quality Assurance (QA) Deliverable Report (sign-off)

Step 4

Deploy/Optimize/Closeout

Develop Contingency Plan

Prepare Production Environment

Execute Deployment Plan

Validate Cutover (go/no-go)

Validate Cutover (go/no-go)

Quality Assurance (QA) Deliverable Report (sign-

off)

Deploy/Implement

Training & Knowledge Transfer

Warranty Period

Step 5

Student Financial Aid Project

Problem:Student Financial Aid module running on legacy end of life system

Challenge:Migrate from legacy system to existing ERP system after three failed attempts from previous administrations

Resolution:1st to implement student financial aid for multi-community college district in California utilizing Oracle/PeopleSoft. Nation wide search to partner with trusted vendor with capacity to deploy

Comparative Statistics

Pell Awards Disbursed Per Campus

Pell Awards Disbursed 9/5/2013

Pell Awards Disbursed 9/5/2014

% Change in Disbursement From

Prior Year

Alameda College 459 896 95%

Berkeley City College 560 1047 87%

Laney College 895 1829 104%

Merritt College 294 1032 251%

GRAND TOTAL 2208 4804 118%

400 600 800 1000 1200 1400 1600 1800

896

1047

1829

1032

459

560

897

294

2013

2014

Alameda College

Berkeley City College

Laney College

Merritt College

Question??6.

Achieving Readiness for“Disruptive” Technology Changes

march2015